Urban infrastructure insights 2015

Urban infrastructure insights 2015 Written by Urban infrastructure insights 2015 Contents Section Section Section Foreword Executive summary About the research Introduction Funding the right infrastructure spurs economic prosperity Case Study 1: Amsterdam city leaders learn the value of compromise 10 Managing infrastructure delivery 15 Case study 2: Rio drives a transportation revolution 18 Better information is key to more effective action 20 Case Study 3: Money and ambition fuels growth in Abu Dhabi 25 Conclusion 26 Appendix: survey results 29 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 Foreword The challenges of an increasingly urbanised world The pace at which urban development is happening across the world in the twenty-first century seems unstoppable Highly-concentrated demographic growth in cities is one of the greatest challenges that leaders face as they look to protect the future of their cities in the face of the overwhelming global sustainability crisis Through the rise of urban centres, city authorities have become more involved than ever in citizens’ wellbeing Urban governance requires political and economic skills, and, as we have increasingly seen, it also requires harnessing technological and social inventions & adaptations to manage, process, communicate and feedback on decision-making The debate concerning the future of cities has been dominated in recent years by the concept of “smart”, viewed especially from the perspective of information network and big data use to improve the efficiency of infrastructure and services However, excluding some examples, this perspective has underestimated the capacity of cities’ own citizens and the role they can play in using technological advances to participate in the local decision-making and become stakeholders in their urban environments At FCC (Fomento de Construcciones y Contratas) we believe that citizens form a vital part of an axis with policy makers and private companies that are contracted by local governments FCC is a Citizen Services company, and by this we mean that we put citizens at the heart of what we do, whether it is delivering vital metro and rail links in Riyadh or Lima, managing critical waste services across the UK, Spain and in much of Central & Eastern Europe, or providing full cycle water services in 22 countries around the world We have partnered with the Economist Intelligence Unit on this global survey and report because we believe that foresight and public debate is needed to address the challenges already mentioned As you will see from the report’s findings one of the greatest obstacles we face is matching the expectations and requirements of citizens with practical, financially viable solutions delivered by city authorities and service providers It is about financial models, information flows and management systems, and a further challenge to this is delivering these solutions in a way that fosters greater social integration This is something that goes right to the heart of our business We are pleased to share these findings with you and we hope they assist you with your own understanding of issues that are impacting citizens, policy makers and businesses every day in our increasingly urbanised world Juan Bejar Vice Chairman & CEO, FCC Group Urban infrastructure insights 2015 Executive summary Globally, urban infrastructure is in better shape than many reports would have you believe, but, if cities fail to ramp up spending on their transport, energy, water and waste-management systems in the near future, these vital infrastructures and services are going to suffer—and city leaders will be blamed In a recent Economist Intelligence Unit survey, business executives and policymakers stated that failure to maintain key infrastructure systems and services in their cities is the direct result of poor leadership and a lack of skills among city leaders This is not an inherent failing of the public sector; indeed, the policymakers surveyed judge themselves more harshly than the private sector judges them However, it does suggest that cities should spend more time training their leaders and collaborating with the private sector In fact, more than half of respondents believe that more extensive use of public-private partnerships (PPPs) would be the most effective way in which to improve infrastructure and services in their city; moreover, 82% say the government should work more closely with the private sector to improve urban infrastructure and services City leaders must also put greater emphasis on building relationships with citizens to win support for these investments, because, even when projects deliver their intended results, if the public does not support them, they are likely to be viewed as failures To get the greatest value from these infrastructure investments, city leaders must think more strategically about how to plan, fund and implement them That includes building platforms to engage the public in discussions about investment decisions, creating greater transparency around spending, incorporating environmental and social issues into decision making, as well as partnering with private organisations to find new sources of funding and design ideas Together, these strategies will help leaders transition their cities for the future, and ensure they can attract the multinational firms that can enable their economies to grow This paper, based on a survey of more than 400 respondents—300 business executives and 100 policymakers— investigates the state of urban infrastructure around the world and how city leaders can engage with citizens and service providers to secure support and investment for these projects The research examines: l The infrastructure systems that require the most attention, today and in the future l How the quality and efficiency of infrastructure impacts urban economic growth l The social, political and financial obstacles to infrastructure and service delivery l The relationships and interactions between citizens, government authorities and infrastructure or service providers l What city leaders can to create sustainable infrastructure solutions that business leaders and citizens will support Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Key findings include the following: l Respondents overwhelmingly blame city leaders for poor infrastructure and services Lack of political will (40%), lack of skills among officials (39%), and poor governmental effectiveness (34%) are seen as the principal impediments to infrastructure delivery Lack of funds was also cited by 34% of respondents as an issue Policymakers are even harder on city leaders—more than half cited lack of skills and knowledge of officials as top impediments—than are their private-sector peers l Those in Western Europe were more likely to cite a lack of funds as an impediment than any other region This is partly the result of having to upgrade and maintain aging infrastructure while struggling with the lingering economic crisis However, it also suggests that governments are overlooking the opportunity to take advantage of record-low interest rates, favouring instead short-term austerity l Respondents need high-quality infrastructure to improve the status of their cities, but they want to focus more on operations and maintenance to so A majority see attracting multinational companies as a top priority for city leaders, with over 75% asserting that the availability and quality of their infrastructure will affect what destination multinational companies choose to invest in Urban infrastructure insights 2015 However, a significant 65% say their city should improve maintenance and operations of existing systems and services, rather than build new physical infrastructure This can conflict with the desires of city leaders, who often prefer expensive new infrastructure projects that leave a greater personal legacy l Despite media depictions of infrastructure on the verge of collapse, urban infrastructure is still in relatively good shape However, it needs major investment to stay that way While three-quarters of respondents say their city infrastructure is adequate today, 68% believe increased investment will be needed within the next five years to keep it that way One in ten say that their current systems and services are already inadequate or seriously deficient; in Latin America, this rises to a worrisome 44% l Strong relationships and better collaboration between citizens and city leaders are crucial to the success of infrastructure projects Roughly half of all survey respondents assert that greater transparency around public spending would be the most efficient way in which to improve infrastructure and services in their cities; and 26% feel their city should implement platforms to receive citizen feedback on services to become more sustainable This desire to participate in the infrastructure conversation highlights an opportunity for city leaders to engage the population through more interactive communication channels, such as mobile reporting l Respondents believe privatesector involvement is vital to improving urban infrastructure and services While most think that the public sector should lead these initiatives, 82% say the government should work to a greater extent with the private sector to improve urban infrastructure and services Moreover, increased use of PPPs was the most often cited means of providing the greatest possible improvement (54%) to infrastructure and services l Rail and road investments are the leading infrastructure concerns, underscoring the need for sustainable systems for transporting people and goods Policymakers tend to be more worried than executives about hidden infrastructure systems, including energy, water and information technology (IT) networks, which require significant investment to maintain l Executives believe “improving education” should be their city’s top concern, but policymakers not even put it in the top three This highlights a troubling disconnect and should prompt city leaders to re-consider their priorities Social infrastructure and softer investments in human capital cannot be neglected, as cities work to attract investment and increase growth l Respondents are willing to adapt their use of infrastructure, if they are given the tools to track it More than 70% say they would be likely to change their energy/water consumption and transport usage if they were given better access to information about their use of these services This should encourage city leaders to invest in smart-grid infrastructure, mobile-transit-tracking applications and sensor technologies to engage users and relay usage information to citizens l Respondents are eager to support clean-energy initiatives, but citizens are less aware of the value that water and waste projects can provide This is good news for cities investing in energy upgrades, but for cities trying to develop non-energy-related sustainability initiatives, these results suggest they will face an uphill battle in winning public support l Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 About the research Insights into urban infrastructure and services is a report written by The Economist Intelligence Unit (EIU) and sponsored by FCC (Fomento de Construcciones y Contratas), a Spanish environmental services, infrastructure, water group The research is based on a survey of 409 global respondents, including 306 business executives and 103 policymakers, conducted in September and October of 2014 Around half (51%) are board members or C-level executives; the rest are vice-presidents, directors, or business-unit or department heads Respondents are drawn from Western Europe, North America, Latin America, the Middle East and AsiaPacific Half of the companies represented in the sample earn more than US$500m in annual global revenue To complement the survey findings, the EIU conducted in-depth interviews with 18 city leaders, industry experts, and senior executives from around the world We would like to thank all survey respondents, and the following executives (listed alphabetically) for their time and insights: Leonie van den Beuken, head of Spatial Planning and Environmental Issues for the Port of Amsterdam Stefan Brem, head of Risk Analysis and Research Co-ordination for the Swiss Federal Office for Civil Protection, Zurich Isabel Dedring, deputy mayor for Transport, London Michael Häupl, mayor and governor, Vienna Dan Hoornweg, professor and research chair, University of Ontario Institute of Technology, and former lead advisor, Sustainable Cities to the World Bank Greg Koch, director of global water stewardship in the Office of Sustainability at The Coca-Cola Company Ed Lee, mayor, San Francisco Toni Lindau, president and director of EMBARQ, Brazil Stefan Majer, head of the Department of Traffic and member of the Magistrate, Frankfurt Michael Muenter, head of Mayor’s Office for Policy Planning, Stuttgart Tom Murcott, executive vice-president, International, Gale International, Songdo, South Korea Eduardo Paes, mayor, Rio de Janeiro Guilherme Penin, federal secretary of Port Policies, Brasilia Kais Samarrai, head of Urban Development Abu Dhabi Urban Planning Bill Tompson, senior economist, Organisation for Economic Co-operation and Development (OECD), Czech Republic Mike Tinskey, global director of Vehicle Electrification and Infrastructure, Ford Motor Company, Detroit David Wagstaff, head of Heat Strategy and Policy for the Department of Energy, UK Mark Watts, executive director, C40 Cities Climate Leadership, London, UK Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 Introduction Around the world, urban infrastructure is aging and populations are surging, forcing today’s city leaders to make tough decisions about infrastructure that will impact generations to come These choices will define the legacy they leave and whether they are able to position their cities to thrive in the future But they also have to make these choices within the confines of limited city budgets that must simultaneously address the need for new or upgraded transport, water, energy, IT and waste systems Such financial strains often lead to frustrating compromises, and city leaders must be ready to defend their choices to public and private stakeholders, to ensure they have buy-in for these investments In many cases, “selling” these projects to cash-strapped taxpayers is a major obstacle, as city leaders try to convince citizens to support an expensive urban project that may disrupt their environment and take years to complete To overcome these financial and social obstacles, many city leaders are seeking private-sector collaborators to take advantage of innovative financing and project-delivery solutions They are also creating platforms that allow citizens to share their feedback, learn about how resources are being allocated and weigh in on which projects should be funded Such relationship management may require extra time in the early phases of these projects, but they can streamline delivery in the long run and help city leaders maintain on-going support These obstacles to infrastructure development can seem insurmountable, but they must be addressed if cities want to be well positioned for the future As Michael Häupl, mayor of Vienna, asserts, “Infrastructure development is an opportunity for growth and competitiveness, but also for creating and preserving jobs, especially in challenging economic times.” Keeping these systems and services operational, and readying them for the next generation, is a constant challenge In developed-nation cities, roads, waterways, sewers systems and energy grids are often decades old and many have long since passed their expected life cycles These aging systems were built with out-of-date technology, and are experiencing an increasing need for maintenance and upgrades to keep them operational “Well developed cities face the challenge of retrofitting infrastructure that no longer fits the purpose,” says Mark Watts, executive director of C40 Cities Climate Leadership in London, a network of leaders from the world’s megacities taking action to reduce greenhouse-gas emissions Many of these cities have been in reaction mode, repairing water mains, power grids and roads as problems occur But to position themselves for the future, city leaders need to think more strategically, Mr Watts says “They need a new blueprint They can’t just follow what other cities have done in the past.” What is required is the implementation of new technologies designed to support future populations with environmentally sustainable solutions From clean energy, to cities redesigned with rapid transit in Written by the Economist Intelligence Unit and sponsored by FCC, 2015 mind, these systems will require innovative thinking and strong leadership to realise these projects “These are huge decisions that will have implications for decades,” says Dan Hoornweg, professor and research chair at the University of Ontario Institute of Technology, and former lead advisor, on sustainable cities to the World Bank “Infrastructure is like the bones of the city, so you’ve got to make choices with the long view in mind.” In emerging markets, city leaders are facing an even bigger challenge, as rapid population growth pushes already insufficient infrastructure further beyond its capacity These pressures result in massive congestion, over-tapped water systems, and unreliable access to energy and IT There is a vital need to reduce waste; this includes both the inefficient use of infrastructure systems and the amount of waste produced by city residents “The planet is reeling from the collective impact of cities,” Mr Hoornweg says And as urban populations continue to grow, the pressure on city leaders to build sustainable high-performing infrastructure systems and services is only going to increase “If we don’t get new cities right, and fix the existing cities, we’re screwed.” This is especially true for leaders in the cities where these systems are breaking down According to our survey, citizens and business leaders overwhelmingly blame city leaders for poor infrastructure maintenance, citing lack of political will, lack of skills among officials, and poor governmental effectiveness for these problems And the Urban infrastructure insights 2015 worse off a city’s infrastructure is, the less faith citizens have in their leaders Among those who live in cities where infrastructure is viewed as inadequate today, more than half cite “corruption or misuse of funds” as a leading impediment This should be a wake-up call to city leaders that they need to demonstrate better leadership, greater transparency and more accountability for their infrastructure decision making Citizens and business executives would also prefer to see city leaders invest in maintenance of existing systems and services, more than emphasising investment in brand new infrastructure, which generally comes with a much higher price tag The most innovative city leaders have gotten in front of these challenges by using lessons learned from their global peers, partnering with citizens and the private sector to implement sustainable solutions that reduce congestion and system failures, while improving quality of life for people and businesses These choices are not always easy and often face social opposition, but, when leaders promise, and then deliver, long-term value for the community, they are able to transform their urban infrastructure and position the city for a more prosperous and sustainable future l Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 Funding the right infrastructure spurs economic prosperity Section Despite pessimism conveyed by many in the media, global urban-infrastructure systems and services are in decent shape However, city leaders cannot afford to be complacent While threequarters of respondents assessed their current systems as adequate today, fully 68% say they will need to make substantial investments within the next five years to keep these systems functioning and to meet the needs of fast-growing populations This is especially true of Latin America and Asia-Pacific, where the state of infrastructure is more dire—44% and 31%, respectively, say their infrastructure is currently inadequate or will become so in the next five years, suggesting a heightened sense of urgency in these regions to invest in new systems and services Regardless of the region, finding the funds to support these improvements will be one of the biggest challenges city leaders face in the coming years Moreover, the price tag on these projects will be substantial: The American Society of Civil Engineers estimates that the US will have to invest US$3.6trn to get its roads, bridges, water systems and other infrastructure back in shape In Germany, a government-appointed commission highlighted that the country will need to spend €7.2bn (US$8.9bn) annually for the next 15 years to address its infrastructure deficiencies; and Mexico recently raised its infrastructurespending goal to 7.7trn pesos (US$587bn), nearly twice the 4trn-peso goal announced last July Solid relationship building makes good sense, as it enables cities to deliver the infrastructure systems and services they need, both to improve quality of life for citizens and to attract the multinational businesses that are often vital to economic growth “If you don’t have effective infrastructure, you don’t have a successful city,” says Isabel Dedring, deputy mayor for Transport, London If you don’t ❝ have effective infrastructure, you don’t have a successful city ❞ Isabel Dedring, deputy mayor for Transport, London But the question remains: where will that money come from? Many countries are already falling short of infrastructureinvestment promises In Qatar, for example, government spending fell 6.6% in 2014 from the previous year; and, in Brazil, infrastructure spending outside of the World Cup and the Olympic venues has fallen dramatically, leaving many of the longer-term investments in rapidtransit systems cancelled or delayed In Europe, Mr Häupl blames budget consolidation and continual governmentausterity efforts in the EU for the lack of funding for infrastructure upgrades The infrastructure and services in the city where I principally live or work are % respondents 50 32.3 43.0 15.2 8.6 0.7 0.2 Adequate and will remain so for the next years Adequate but needs investment in the next years Adequate but on current trends will be inadequate in the next years Inadequate and needs investment now Seriously deficient for most purposes Non-existent for most purposes 40 30 20 10 Source: Economist Intelligence Unit survey, November 2014 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 They need to ❝ develop better governance structures, and investment-planning and management solutions ❞ Bill Tompson, senior economist, Organisation for Economic Co-operation and Development (OECD), Czech Republic “[And it] is not likely to end for the foreseeable future,” he adds that the costs of neglect and inaction will strongly affect urban development This is not a surprising development Lagging economic growth, depressed tax revenue and skittish financial markets present challenges for governments seeking to fund these massive projects It is leading many city leaders to build stronger relationships with the private sector in order to take advantage of alternative financing opportunities or PPP arrangements; and to engage citizens more effectively in the infrastructuremanagement process, to win their buy-in for these costly endeavours These economic conditions require city leaders to take a more strategic approach to project planning and stakeholder management, and a keener eye towards controlling budgets and managing stakeholder relationships, says Bill Tompson, a senior economist with the Organisation for Economic Co-operation and Development (OECD): “They need to develop better governance structures, and investment-planning and management solutions.” It may be a difficult transition for government officials, but the outcomes will be worth it if they can secure buy-in from citizens for these projects, and attract more businesses to the local economy This is one area where policymakers and business leaders agree Nearly half of each group suggested that “encouraging multinational companies to set up business” should be among the top priorities of city leadership This alignment is beneficial for city leaders who need to win public-sector support for major projects that will deliver the most economic value for all of their current and future residents Respondents are not all aligned on how to get there Half of executives in the survey said “improving education” should be the top priority for city leaders, making it their number-one infrastructure concern Yet, the policymakers surveyed didn’t even rank education in the top three on their lists, highlighting an alarming disconnect between the priorities of business leaders and city leaders If city leaders want to win the trust and support of private citizens and the business sector, they need to invest in the infrastructure systems and services that these constituent groups value the most Rio de Janeiro’s mayor, Eduardo Paes, is doing just that, through several programmes designed to prioritise school development “Education has a direct impact on long-term economic growth and human development,” he says Since 2009, his city has invested more than R$1.5bn (US$571m) to build and update schools and child-care centres Mr Paes is also currently supporting the Factory of Schools project to build more than 136 new schools in the city in order to increase the number of children in Survey respondents affirming that their city needs to improve maintenance and operations more than it requires new physical infrastructure % respondents 80 66 63 72 63 Global average Middle East North America Europe 61 71 Latin America Asia-Pacific 70 60 50 40 30 20 10 Source: Economist Intelligence Unit survey, November 2014 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 See chart in appendix: Which of the following initiatives, if any, you think your city should engage in to become more sustainable? new infrastructure—a key concern for cities around the globe At the same time, these technologies improve quality of life for citizens, and help leaders attract innovative global companies, which are key goals for today’s leaders Many cities are already seeing success with smart-city solutions, offering valuable roadmaps for other city leaders on how smart technology could help them address their own environmental, social and funding challenges In New York City, the City 24/7 programme gives citizens access to Wi-Fi-enabled public smart screens located in old phone booths, which integrate information from government programmes, businesses, and citizens to provide information about nearby events and local vendors In the case of Glasgow, UK, city leaders recently rolled out a city dashboard that gives citizens real-time information on traffic flow, weather alerts, accidents, and waiting times for rail and bus services And then there is Tel Aviv, which has been lauded for many smartcity initiatives, including the roll out of city-wide Wi-Fi access, location-based smartphone technology to help visitors, and the Digi-Tel project, which allows citizens to access services and information via email, text message or a customisable website that policymakers and citizens in many regions may not be taking full advantage of IT as a driver of greater efficiency or overlooking the connections between data sharing, citizen feedback and sustainability issues City leaders need to a better job of managing their infrastructures as a set of complex systems and working with their citizens both to receive their feedback and to provide timely information This highlights the need for strong relationships and communications between city officials and communities Harnessing behavioural change and citizen involvement can improve outcomes, while reducing costs and building buy-in from the city’s stakeholders IBM’s Smarter Planet Program, for example, showed consumers used an average of 6.6% less water after smart water meters were installed in their The citizen stakeholder These are just a few examples of how more connected technologies can address urban challenges and foster stronger relationships with citizens and business owners But these kinds of projects should not be undertaken lightly Smart-city solutions require integration and management of huge amounts of data in order to leverage real value That means cities need to develop their own analytics expertise or partner with the private sector to tap into these skill sets They also need to win citizen support— both for the financial investment, and their willingness to share information in order to make these tools effective Based on our survey data, convincing citizens to support information-sharing solutions that bring real-world benefits should not be a hard sell More than 70% of respondents say they would change the way they use infrastructure, given Citizens are willing to act if they know how % respondents Citizens are able to report deficiencies to local authorities on anything from traffic light deficiences to gas leaks Willing to report deficiences to local authority Likely to change energy/water consumption if given better usage information 100 90 65 71 72 64 70 70 78 86 91 Global average Middle East North America 65 65 62 47 63 76 70 70 63 Europe Latin America Asia-Pacific 80 70 60 50 40 30 20 10 Source: Economist Intelligence Unit survey, November 2014 To become more sustainable, my city should employ a platform to receive citizen feedback on services % respondents 65 64 78 65 47 70 50 40 30 71 70 86 65 63 70 26 72 70 91 62 76 63 26 41 Middle East North America 23 21 21 Europe Latin America Asia-Pacific 20 10 Global average Source: Economist Intelligence Unit survey, November 2014 21 homes; and an on-going study by Pacific Gas and Electric, a California-based utility shows consumers who receive monthly home-energy-use reports started using less energy immediately, at all hours of day, suggesting that they changed the settings on their heating systems, air conditioners, or other equipment that runs continuously, and that the change in behaviour continued over the months they were tracked This should be strong encouragement for city leaders looking to invest in smart-city technologies, including smart-grid infrastructure, mobile-transittracking applications, sensor technologies, data analytics and other tools to integrate data from multiple sources in order to inform and connect citizens in real time These tools can quickly enable cities to reduce both their congestion and their carbon footprint, while delaying the need to build costly Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 INSIGHTS FROM Better Data and Smarter Cities Infrastructure such as full-cycle water management, although regarded by many as a “hidden” service, plays a critical role in the city, which cannot be underestimated There is a big information gap that needs to be closed between citizens, city authorities and infrastructure service providers Where we can introduce platforms for feedback, citizens will start to feel more involved, the authorities will understand the demands on the city, and service providers like FCC Aqualia will be better placed to deliver intelligent and efficient solutions It is with exactly this in mind that the R&D section of our business launched can better improve water efficiency an ambitious pilot project called At FCC Aqualia we operate in 22 SmartWater with the local countries on continents, providing government of Santander, Spain services to over 1,100 Through the introduction of an municipalities and more than 23.5 app end users in the water million people This means we are supply are able to track in a critical position to ensure their own consumption, the most efficient use of receive alerts and one of the world’s most notifications related to precious resources We the service and report can help achieve this by incidents The research turning water cycle by the EIU shows management from a overwhelmingly that service that goes on citizens want to have around us without being the opportunity to noticed, to one that Felix Parra just this, and that by every citizen plays an Chief Executive of FCC Aqualia working together we active role in l FCC Aqualia’s SmartWater app for the government of Santander 22 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 better information about usage rates, and a similar number say they would be willing to report deficiencies to local authorities This suggests a strong willingness to participate, although, to fully engage these stakeholders in an information exchange, city leaders must prove that they can be trusted guardians of these data Whether they want citizens to share private information, or take the time to report a pothole, they’ve got to clarify how the data will be used and where the benefits will be This is best achieved by sharing detailed information about how the system will work, how data will be stored, and the financial, social and environmental benefits these projects can deliver And, when integrating IT further into critical infrastructures, city leaders must also remember to factor security into their project plans As Mr Brem asserts, if cities are going to realise their full potential value, “Grids can’t just be smart, they also have to be secure.” Try to understand ❝ what your city really needs, and not just what your department wants ❞ Leonie van den Beuken, head of Spatial Planning and Environmental Issues for the Port of Amsterdam help their city become more sustainable In comparison, just 26% said their city should focus on reducing water consumption, and only 25% wanted to see more investments in reducing waste and improving recycling This is good news for cities that want to invest in renewables and other clean-energy projects and, frankly, these initiatives can be valuable However, nonenergy-related sustainability initiatives are vital for cities to deliver on their sustainability goals This means that cities need to engage and educate their citizens about the broader environmental benefits of investments in recycling, water management, public transportation and other infrastructure initiatives Although the environmental value of these endeavours is profound, it is less readily understood by the public and their support is essential Waste management, for example, is a particularly important topic, states Mr Hoornweg “We need to figure out how to run cities with less garbage and less energy,” he says It is imperative that city leaders win public support for Building the future As city leaders plan for the future, increasing sustainability while lessening environmental impact has become a priority in virtually all urbaninfrastructure projects Survey respondents also show an interest in sustainable-infrastructure projects, especially if they involve energy—imposing energy-efficiency standards for businesses and investing in renewable energy were among the top three choices of initiatives that would recycling and better waste-management solutions, if they want to reduce their environmental impact and vulnerability Setting goals sets the stage Some city leaders are gaining broad support for sustainable initiatives by setting environmental mandates for the future Abu Dhabi’s city leaders, for example, set a public goal to generate 7% of the city’s electricity from renewable sources by 2020; Vancouver recently released a 10-step action plan to become the “world’s greenest city by 2020”, and London set a mandate in 2007 to cut carbon-dioxide (CO2) emissions by 60% by 2025 These mandates act as a catalyst for sustainable projects and provide a tangible goal against which to measure their impact “Sometimes these projects can be an uphill struggle,” says the DECC’s Mr Wagstaff He has been trying to help cities across the UK to build low-carbon heat networks that can eventually replace the in-home boilers currently used by 80% of home owners “The idea that these cities need to build a whole new underground infrastructure is a big challenge,” he says He cites the country’s national mandate to reduce greenhouse-gas emissions by at least 80% by 2050 as an impetus for city leaders to make that change “We can’t meet that goal if we have 20m gas and oil boilers running every day,” he says Indeed, many cities are already far down the path of implementing major green-infrastructure projects to support Which of the following initiatives, if any, you think your city should engage in to become more sustainable? Select up to three % respondents 28.6 53.3 46.2 41.3 28.4 26.2 24.7 17.4 1.5 60 50 40 30 20 10 Measuring the city’s environmental impact Imposing energy efficiency standards for businesses Promoting local community initiatives Investing in renewable energy Reducing water consumption Employing a platform to receive citizen feedback on services Reducing waste/improving recycling Raising awareness of sustainability issues among citizens My city already does most of these things Source: Economist Intelligence Unit survey, November 2014 23 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 INSIGHTS FROM Building the Future The findings of this report highlight some of the biggest challenges we face in urban waste management, particularly in terms of galvanising wider support for these services According to the World Bank, by 2025 4.3 billion urban residents are expected to be generating 2.2 billion tonnes of urban waste every year, so it is critical to manage waste more effectively and more efficiently than ever before By demonstrating the value of the service, driving technological innovation and improving transparency through data sharing and citizen engagement we can help the circular waste economy to flourish FCC Medio Ambiente operates in 5,000 municipalities in 20 countries across the world, and we so with this approach in mind Barcelona has long been recognised as one of the pioneers of smart city initiatives, not only in Spain but globally Demonstrating just what can be achieved through Public Private Partnerships, FCC is proud to have been working for the city for over 100 years in a row Our efficient management of the sewer systems, and innovative approach to waste collection using our FCC-designed hybrid-electric truck, continue to play a key part in the smart delivery of services for Barcelona´s citizens This collaborative, technology driven approach to waste management also typifies our work in the UK FCC Environment now operates three Energy from Waste (EfW) facilities, in Nottingham, Kent and Lincolnshire, with two more under construction and a sixth one also in the pipeline in Edinburgh Together these plants will enable us to treat more than one a half million tonnes of waste per year and turn it into valuable ‘green’ energy Finally, the findings of the report relating to education and demonstrating FCC’s Hybrid electric vehicle for urban solid waste collection, Barcelona 24 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Agustín García Gila Chairman FCC Medio Ambiente the value of “hidden” services such as waste are very pertinent As one of many similar initiatives, last year in Serbia we introduced an environmental education program to bring our activity closer to children and young people If we want the support of citizens it is vital that we continue to this across all age groups, and every urban environment we operate in l Urban infrastructure insights 2015 Case Study Money and ambition fuels growth in Abu Dhabi Abu Dhabi is currently pouring massive resources into a vast array of infrastructure projects, including roads, rail, energy, water, airports, urban housing, schools and more The reason: the region wants to elevate itself to the status of economic leader in the eyes of the international community— and it has the massive financial resources to make it happen “Abu Dhabi wants to become a global capital of sustainable economic growth that is not dependent on fossil fuel for its primary GDP,” says Kais Samarrai, head of Urban Development Planning Abu Dhabi Thoughtful infrastructure development plays a critical role in making that happen The city benefits from having money to invest in these projects and not a lot of obsolescent or obsolete infrastructure to replace or upgrade “It is an advantage that we are a relatively new city,” Mr Samarrai says This frees the region to implement cutting-edge sustainable systems, including wastewater-recycling systems, cutting-edge waste management and recycling, a state-of-the-art airport, their sustainable-future visions In Vancouver, for example, hydroelectric power accounts for 90% of the city’s energy supply, owing to aggressive investment in this sustainable energy source; Vienna is currently building a new waste-to-energy mud reclaiming project (Energie-Optimierung Schlammbehandlung), which, by 2020, will generate 100% of the energy used to treat waste from renewable sewage gas; and Rio recently replaced its Gramacho 25 government buildings that meet extensive sustainability ratings, and a light-rail system that will lessen the impact of auto traffic However, a blank slate, and an effort to think years into the future can lead to difficult decision making “The risk is overprovisioning of infrastructure,” Mr Samarrai says When building for the future you face the possibility of investing in infrastructure that will not be fully utilised for some time “Long-term planning always carries the risk of not accurately forecasting, as in the case of the real estate market global downturn, which impacted Abu Dhabi among many other cities,” he states That led to some infrastructure being built ahead of the market demand However, Mr Samarrai sees this as a small setback He is very optimistic about how the region’s current investment in infrastructure will support its long-term economic plans “Our goal is to put the region on the global map, similar to the Asian Tigers of the 1980s and 1990s,” he asserts “Abu Dhabi has the capital, the vision and a government committed to making it happen.” l landfill with a Solid Waste Treatment Centre that cleans wastewater for reuse and harnesses biogas for energy production These kinds of sustainable urbaninfrastructure projects help cities reduce their environmental impact and meet sustainability goals, while helping raise their status as green cities in the eyes of businesses and travellers looking for their next destination l Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 Conclusion There are few easy answers when it comes to infrastructure investment These projects are huge, risky and most cities face far greater demand for projects than there are resources to support them But, when city leaders take the time to learn from each other’s successes and failures, infrastructure challenges can be overcome Getting there means learning to take advantage of the financial resources and innovation brought by the private sector, as well as integrating citizen feedback into operations through on-going engagement and stakeholder management “Twenty years from now, city leaders will be judged by their historical achievements in transforming their cities,” Mr Watts adds The leaders who make choices based on the long-term environmental, social and economic needs of their people will be the ones most celebrated for their successes The experts interviewed for this report offer their advice on how to tackle the on-going demand for urban infrastructure and services faced by city leaders around the world: l City departments must work as partners to reach their strategic goals Before city officials fight for a project, it is vital to be sure what is really best for your city “Try to understand what your city really needs, and not just what your department wants,” says Ms Van den Beuken She encourages city officials to work together as partners, rather than as adversaries, and to consider how individual project investments align with the broader 26 strategic goals of the city This can help city leaders gain a better perspective on which projects will deliver the most value to the city, and help foster compromises that benefit the entire population l Reinforce citizens’ ownership of their infrastructure and service provision Doing this requires that relationships be built, while addressing citizens’ needs “As elected officials, we have an obligation to always put the interests of our city first, to work with communities, and ensure that we ultimately support the best project possible,” says San Francisco’s Mr Lee He encourages other city leaders to create platforms through which they can engage citizens in conversations about infrastructure needs, resource allocation, and what is being done with their taxes For example, San Francisco’s SFBetterStreets.com site shares information about street-improvement projects and lets citizens make requests for repairs in their neighbourhoods These opportunities for feedback, engage the community, highlight areas for improvement and reinforce ownership of infrastructure and services by the city’s residents themselves l Build trust through transparency and a commitment to openness To strengthen government relationships with citizens and service providers, trust is essential Building that trust requires clarity and a commitment to openness City leaders need to make tough decisions about infrastructure and not all of them will sit well with the public, but Written by the Economist Intelligence Unit and sponsored by FCC, 2015 you still need to be honest about what you are doing, and why you are doing it, says Stuttgart’s Mr Muenter He points to his city’s rolling maintenance of more than 300 fountains, several of which have been shut down due to lack of funding People were upset at first, he says, but once the team from the city administration conducted communityoutreach efforts to educate people about the cost of the projects, and how those funds could be better spent, they understood “There will always be compromises,” he says But when you are open with the public about those choices, you are more likely to win their support l Look beyond your own team for solutions “The best way to create successful cities is through collaboration,” says C40’s Mr Watts Groups like the C40 bring city leaders together with each other and with private-sector companies, to share ideas and to learn from each other’s successes and failures Such collaborations have led to the mass adoption of BRT systems and other urban-infrastructure innovations that might not have gained attention had these leaders not shared their stories and discussed frankly the challenges they faced in implementing them Furthermore, private-sector companies offer their own insights, as they can share expertise gained from successful urban projects developed around the world PPPs, specifically, are about more than contributing funding; they can be an opportunity to improve efficiency in infrastructure and service delivery Urban infrastructure insights 2015 l Involve your citizens in long-term planning and be clear about how infrastructure investments will affect them in the future City leaders need infrastructure projects and urban services that will help the city more with less, create less waste, and make the environment more resilient, according to Mr Hoornweg While they can’t know what technologies and infrastructure innovations will be available in the future, they can make design decisions that are flexible enough to accommodate change For example, choosing open-source standards to enable future adaptions, or establishing policies that require new structures meet energy, water and wastewater-efficiency goals “City leaders are the ones who will determine how well we will change course,” he states “They will drive the debate and they will make the decisions that shape their future.” To so effectively, they need to give their citizens a voice on an on-going basis, involving them and informing them about the investments that will affect them for decades to come l 27 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 Insights bil ity City authorities ina sta Su s 28 Demographics tic At FCC we recognise that although cities have got smarter, these stakeholder relationships have become ever more complex Bridging this gap is vital for success Based on over 100 years’ experience covering environmental services, infrastructure and water, we have established a model for delivering the most effective solutions for urban areas Improving engagement and involvement will lead to more innovative ways of funding infrastructure and services, stronger information flows and better project management The FCC Citizen Services Model is explained below: Firstly, it is important to recognise that no two urban areas are the same Demographics, politics, economic conditions, societal trends, and the environment and sustainability, all differ widely in urban areas from region to region, country to country and continent to continent There are critical lessons that cities can learn from one another, but each urban infrastructure and services solution needs to be tailored to Citizen services li Po In an increasing number of the world’s urban areas we can now interact with anything from railways to sewer systems, and from waste bins to energy grids This is great news for the future of our cities, particularly with a rapidly rising urban population, but making only the component parts more intelligent will not in itself give rise to smarter cities The key to this is fostering better relationships between the city stakeholders Funding Information Management Citizens So cie Service providers s ion ta lt re nd s the city in question Secondly, there are broadly three main groups of stakeholders within a city when urban infrastructure and services projects are being discussed - local authorities, service providers and the citizens themselves The city authorities are central to this They have the strategic vision, and the onus is on them to deliver on this by working with the two remaining groups to ensure the best solutions for their cities ic m no it nd co o Ec Thirdly, the relationship between city authorities, citizens and service providers is defined by project funding, data and the flow of information, and successful management of this engagement and interaction In our experience, the stronger this relationship can become through collaboration, openness and long term planning, the smarter the solutions for the city will become FCC is a Citizen Services company We are in this together l Urban infrastructure insights 2015 Appendix: Survey results The infrastructure and services in the city where I principally live or work are % respondents 50 32.3 43.0 15.2 8.6 0.7 0.2 Adequate and will remain so for the next years Adequate but needs investment in the next years Adequate but on current trends will be inadequate in the next years Inadequate and needs investment now Seriously deficient for most purposes Non-existent for most purposes 40 30 20 10 In your opinion, which areas of your country’s urban infrastructure and services require most attention in the immediate future? This refers to new infrastructure and services as well as upgrades and improved maintenance for existing infrastructure % respondents 33.7 52.1 20.1 Transport– roads Transport– metros and railways 33.7 25.9 16.6 19.1 13.0 9.3 14.9 1.0 6.6 Waste– collection Waste– treatment & recycling Other No areas require attention 60 50 40 30 20 10 Transport– Information Energy– airports & communi- generation cations technology Energy– distribution Water– Water– supply & wastewater distribution treatment In your opinion, which areas of your country’s urban infrastructure and services require most attention in years? This refers to new infrastructure and services as well as upgrades and improved maintenance for existing infrastructure % respondents 60 30.9 47.1 19.1 35.8 25.3 17.4 18.9 17.2 7.6 17.9 1.0 7.1 Waste– collection Waste– treatment & recycling Other No areas require attention 50 40 30 20 10 Transport– Transport– Transport– Information Energy– Energy– Water– Water– roads metros and airports & generation distribution supply & wastewater railways communidistribution treatment cations technology 29 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 In the city in which you are based, which, if any, of the following are major impediments to upgrading urban infrastructure and services? Select up to three % respondents 16.1 34.0 39.6 Lack of adequate suppliers Poor governmental effectiveness Lack of political will or sense of urgency 34.7 38.4 21.8 23.0 17.1 16.4 1.0 5.1 Lack of an appropriate regulatory framework Focus on new investments over necessary maintenance Other There are no major impediments 40 35 30 25 20 15 10 Lack of public Lack of skills, Lack of an Corruption or funds knowledge or effective misuse of training of procurement funds officials in process earmarked this area for infrastructure and services In the city in which you are based, which, if any, of the following factors would produce the greatest infrastructure and services improvements? Select up to three % respondents 35.7 53.8 44.5 35.5 37.7 21.8 12.0 15.2 0.2 1.0 Better use of IT to increase overall efficiency Greater centralisation of infrastructure and services procurement Greater enterprise from private sector Establishing centres of excellence Other No improvement is needed 60 50 40 30 20 10 More funds for infrastructure and services Greater use of Greater Better training public-private transparency in of public sector partnerships public spending officials for infrastruc- on infrastructure and ture and services services Please indicate whether you agree or disagree with the following statements Please rate on a scale of to where 1=strongly agree and 5=strongly disagree % respondents Strongly agree In my city citizens can send updates or reports to local authorities on anything from deficient traffic lights to gas leaks, etc) I am currently reporting, or would be willing to report deficiencies to local authorities 39 Strongly disagree 18 17 34 48 40 Personally, I am likely to change my transport usage if given better access to information about traffic/disruptions 32 41 The availability and quality of urban infrastructure and services affects where companies locate and expand their business operations 30 26 50 Personally, I am likely to change my energy/water consumption if given better access to information about usage levels Social integration is an important factor in my city’s infrastructure and service delivery 21 The government should work to a greater extent with the private sector to improve urban infrastructure and services My city needs to improve its maintenance and operations more than it requires new physical infrastructure 35 26 28 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 18 23 49 51 13 41 40 12 18 35 17 51 Urban infrastructure insights 2015 Which of the following initiatives, if any, you think your city should engage in to become more sustainable? Select up to three % respondents 28.6 53.3 46.2 41.3 28.4 26.2 24.7 17.4 0.5 Reducing waste/improving recycling Raising awareness of sustainability issues among citizens Other 0.0 1.5 60 50 40 30 20 10 Measuring Imposing Promoting the city’s energy local environmenefficiency community tal impact standards for initiatives businesses Investing in Reducing Employing a renewable water platform to energy consumption receive citizen feedback on services Don’t know / My city not already does applicable most of these things Which single sector of society you think would be most effective in upgrading infrastructure and services in your city? % respondents 43.5 16.6 0.7 3.4 35.5 0.7 The public sector The private sector The charity sector Citizens themselves All the above would be equally effective Don’t know 50 40 30 20 10 Which of the following cities you consider most innovative in terms of urban infrastructure and services? % respondents London 132 San Francisco 25 Barcelona 11 Bogota Bern New York City 95 Chicago 23 Madrid Brisbane Canberra Singapore 89 Geneva 21 Milan Jakarta New Delhi Tokyo 50 Stockholm 19 Munich Luxembourg Seattle Amsterdam 37 Auckland 18 Brussels Montreal Calgary Paris 32 Kuala Lumpur 17 Hamburg Dublin Honolulu Berlin 29 Boston 14 Vancouver Düsseldorf Kobe Toronto 28 Copenhagen 13 Washington DC Helsinki Mumbai Melbourne 27 Zurich 13 Oslo Manila Rio de Janeiro Sydney 26 Frankfurt 12 Sao Paulo Perth 31 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 What you think should be the priorities for your city's mayor/leadership in order to make your city more competitive for busienss? Select up to three % respondents 35.0 46.7 44.7 33.0 21.8 26.9 18.6 Improving public transport/roads Improving schooling/ education Encouraging multinational companies to set up business Improving safety and security Raising the city's profile and improving its reputation Improving social integration 17.6 13.0 11.5 6.1 1.0 1.0 50 40 30 20 10 Reducing environmental impact Supporting local businesses ahead of multinationals Improving healthcare facilities and access to care Reducing corruption Attracting major sporting/cultural events Other My city is already competitive Which country are you based in? % respondents 11.5 8.1 4.4 3.7 United States of America Canada Costa Rica Saudi Arabia 3.4 3.2 2.9 2.7 2.4 2.0 Brazil Peru Mexico Turkey Argentina Australia Bahrain Chile Colombia Israel 1.5 1.2 1.0 0.7 0.5 0.2 New Zealand India Finland Bahamas 12 11 10 United Arab Emirates Switzerland Afghanistan Egypt China France Hong Kong Spain Germany Indonesia United Kingdom Italy Malaysia Japan Philippines Qatar Singapore Sri Lanka South Korea Norway Czech Republic Sweden Denmark Taiwan Netherlands Vietnam Thailand Which of the following best describes your occupation? % respondents 75.1 24.9 I am a business executive I am a policymaker (eg mayor, government official, etc) 80 70 60 50 40 30 20 10 32 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 What is your primary industry? 2.6 8.5 4.3 3.0 2.6 Telecoms 12.5 Retailing 9.8 Professional services 0.3 Manufacturing Education 15.1 Logistics and distribution Consumer goods 4.9 IT and technology Construction and real estate 9.8 Healthcare, pharmaceuticals and biotechnology 2.6 Government/ Public sector 2.3 Financial services 6.2 Entertainment, media and publishing 2.3 Energy and natural resources 2.6 Chemicals 2.0 Automotive % respondents 8.5 Transportation, travel and tourism Agriculture and agribusiness 16 15 14 13 12 11 10 What are your organisation’s global annual revenues in US Dollars? % respondents 25 20.7 14.4 15.4 10.8 18.7 6.6 13.4 Less than $50m $50 to $100m $100m to $500m $500m to $1bn $1bn to $5bn $5bn to $10bn $10bn or more 20 15 10 Which of the following best describes your title? % respondents 30 3.9 25.6 14.8 Board member CEO/ President/ Managing director CFO/ Treasurer/ Comptroller 3.0 3.3 23.6 5.6 11.5 8.9 0.0 SVP/VP/ Director Head of Business Unit Head of Department Manager Other 25 20 15 10 33 CIO/ Other C-level Technology executive director Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 Whilst every effort has been taken to verify the accuracy of this information, neither The Economist Intelligence Unit Ltd nor the sponsor of this report can accept any responsibility or liability for reliance by any person on this report or any of the information, opinions or conclusions set out in the report 34 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Main Office (Madrid) Avenida del Camino de Santiago, 40 28050 Madrid Spain www.fcc.es Tel +34 913 595 400 Fax +34 913 594 923 [...]... sponsored by FCC, 2015 Urban infrastructure insights 2015 INSIGHTS FROM Building the Future The findings of this report highlight some of the biggest challenges we face in urban waste management, particularly in terms of galvanising wider support for these services According to the World Bank, by 2025 4.3 billion urban residents are expected to be generating 2.2 billion tonnes of urban waste every... public sector to increase public spending officials overall efficiency on infrastructure and services Source: Economist Intelligence Unit survey, November 2014 11 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 INSIGHTS FROM Road and Rail Top their Concerns Good transport infrastructure is essential to moving people and goods in any city, and it... Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 INSIGHTS FROM Better Data and Smarter Cities Infrastructure such as full-cycle water management, although regarded by many as a “hidden” service, plays a critical role in the city, which cannot be underestimated There is a big information gap that needs to be closed between citizens, city authorities and infrastructure service providers.. .Urban infrastructure insights 2015 In your opinion, which areas of your country’s urban infrastructure and services require most attention in the immediate future? This refers to new infrastructure and services as well as upgrades and improved maintenance for existing infrastructure % respondents 33.7 52.1 20.1 33.7 25.9 16.6 19.1 13.0... sustainable urbaninfrastructure projects help cities reduce their environmental impact and meet sustainability goals, while helping raise their status as green cities in the eyes of businesses and travellers looking for their next destination l Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 Conclusion There are few easy answers when it comes to infrastructure. .. than contributing funding; they can be an opportunity to improve efficiency in infrastructure and service delivery Urban infrastructure insights 2015 l Involve your citizens in long-term planning and be clear about how infrastructure investments will affect them in the future City leaders need infrastructure projects and urban services that will help the city do more with less, create less waste, and... greater extent with the private sector to improve urban infrastructure and services My city needs to improve its maintenance and operations more than it requires new physical infrastructure 2 35 26 28 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 5 7 4 18 4 2 23 49 5 51 5 13 41 40 8 12 18 35 8 7 3 17 51 Urban infrastructure insights 2015 Which of the following initiatives, if any,... Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 Road and rail top their concerns Business executives and policymakers do agree that transportation infrastructure should be a priority for city leaders In most cities, those projects prominently feature rail and road systems Executives and policymakers ranked metros and rail among their cities’ top infrastructure concerns, underscoring... is one of the top factors for improving urban infrastructure and services % respondents 54 56 49 Global average Middle East North America 45 54 64 Europe Latin America Asia-Pacific 70 60 50 40 30 20 10 0 Written by the Economist Intelligence Unit and sponsored by FCC, 2015 Source: Economist Intelligence Unit survey, November 2014 Urban infrastructure insights 2015 Good projects find ❝ investors, and... Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 Insights bil ity City authorities ina sta Su s 28 Demographics tic At FCC we recognise that although cities have got smarter, these stakeholder relationships have become ever more complex Bridging this gap is vital for success Based on over 100 years’ experience covering environmental services, infrastructure and water, we have ... by the Economist Intelligence Unit and sponsored by FCC, 2015 Urban infrastructure insights 2015 About the research Insights into urban infrastructure and services is a report written by The Economist... FCC, 2015 Urban infrastructure insights 2015 Introduction Around the world, urban infrastructure is aging and populations are surging, forcing today’s city leaders to make tough decisions about infrastructure. .. FCC, 2015 Urban infrastructure insights 2015 In your opinion, which areas of your country’s urban infrastructure and services require most attention in the immediate future? This refers to new infrastructure